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PREPARED FOR:
Ms. SAMRA JAVED
Faculty of Interpersonal Communication Skills
College of Business Management
Karachi.
PREPARED BY
Shahid Raza
Id # 2007-3-20-7289
06. September.2008
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Letter of Authorization
September 06, 2008
Dear Readers
I am the student of Health Management MBA program at Institute of
Business
Management
(IoBM),
where
as
course
requirement
of
Interpersonal Communication Skills, I am authorized by Madam Samra
Javed to submit this Term report on "Conflict Management"
The content of this report reflects the practical life scenario and I have tried
my level best to justify the valuable information gathered
Sincerely
Shahid Raza
MHM
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Letter of Transmittal
September 06, 2008
Madam Samra Javed
Course Facilitator
Institute of Business Management
Karachi
Dear Madam:
The Term Paper is on “Conflict Management” which you authorized me to
submit.
This informative report unveils the major areas of concerns faced in the
working and daily life environment.
Review the report and if there is need for further clarification or elaboration,
contact me at information below.
Sincerely
Shahid Raza
MHM 2007-3-20-7289
Cell: 0333-2705509
shahidnraza@yahoo.com
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Letter of Acknowledgement
September 06, 2008
Dear Reader
I praise Allah All Mighty for giving me the courage and strength to complete
the task of writing the report on “Conflict Management”. This report would
be incomplete without the impeccable support and guidance received from
Madam Samra Javed, our course facilitator of Interpersonal Communication
Skills at the IoBM.
Sincerely
Shahid Raza
MHM
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INTRODUCTION
When people think of the word conflict, they often think of wars or violence.
However, conflict exists at all levels of society in all sorts of situations. It is easy to
forget that we experience conflict every day of our lives.
Conflict happens when two or more people or groups have, or think they have,
incompatible goals
Conflict is a fact of life. God made each of us in his own image, but he also made
us unique. Therefore some of our views and opinions will differ from those of others.
Conflict often occurs because of a lack of respect for one another’s needs and views.
However, in most cases we resolve the conflict. From a personal level to international
level, good communication is usually used to overcome differences and to reach an
agreement before violence breaks out. At a personal level, we often do not realize we are
overcoming our differences. It is important to remember that conflict can be creative.
Conflict is sometimes necessary to bring justice where injustice exists. It can provide an
opportunity for new social and political systems to be established and can help to shape
the future. However, when conflict becomes violent it will usually do more harm than
good. After violent conflict, it is often difficult to see the opportunities for a better future
due to the widespread destruction of infrastructure and livelihoods, the breakdown of
trust and the suffering caused through bereavement, trauma, grief and anger. It is also
likely that such social change could have occurred before the conflict became violent.
Definition
Conflict may be defined as a struggle or contest between people with opposing
needs, ideas, beliefs, values, or goals. However, the results of conflict are not
predetermined. Conflict might escalate and lead to nonproductive results, or conflict can
be beneficially resolved and lead to quality final products.
TYPES OF CONFLICT
There are many different types of conflict experienced by communities all around the
world. We suggest four categories into which most conflicts will fall
1. No Conflict: Any peaceful community is likely to face conflict sometimes,
although communities in this category are good at resolving
conflict before it develops.
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2. Surface conflict: This has shallow or no roots. It may be due to misunderstanding
of goals, which can be addressed by improved communication
and the conscious effort of opposing groups to understand each
other’s needs and opinions.
3. Latent conflict: This is conflict below the surface. It might need to be brought
out into the open before it can be effectively addressed.
4. Open conflict: This conflict is very visible and has deep roots, sometimes over
several generations. Both the causes and the effects need to be
addressed
OTHER WAY OF CLASSIFICATION1
1. Pseudo Conflict: Conflict triggered by a lack of understanding and
miscommunication.
2. Simple Conflict: Conflict that stems from different ideas, definitions, perceptions
or goals.
3. Ego Conflict: Conflict that is based on personal issues; conflicting partners attack
each other’s self esteem.
Causes of conflict

Gender

Self-concept

Expectations

Situation

Position (Power)

Communication skills
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CONFLICT MANAGEMENT
Conflict management is the principle that all conflicts cannot necessarily be
resolved, but learning how to manage conflicts can decrease the odds of nonproductive
escalation. Conflict management involves acquiring skills related to conflict resolution,
self-awareness about conflict modes, conflict communication skills, and establishing a
structure for management of conflict in your environment.
Physiologically we respond to conflict in one of two ways—we want to “get away
from the conflict” or we are ready to “take on anyone who comes our way.”
CONFLICT MANAGEMENT SKILLS
All people can benefit, both personally and professionally, from learning conflict
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management skills. Typically we respond to conflict by using one of five modes:





Competing
Avoiding
Accommodating
Compromising
Collaborating
COMPETING
The competing conflict mode is high assertiveness and low cooperation. Times when the
competing mode is appropriate are when quick action needs to be taken, when unpopular
decisions need to be made, when vital issues must be handled, or when one is protecting
self-interests.
Competing Skills
 Arguing or Debating
 Using Rank or Influence
 Asserting your Opinions and feelings
Avoiding
The avoiding mode is low assertiveness and low cooperation. Many times people will
avoid conflicts out of fear of engaging in a conflict or because they do not have
confidence in their conflict management skills. Times when the avoiding mode is
appropriate are when you have issues of low importance, to reduce tensions, to buy some
time, or when you are in a position of lower power
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Avoiding Skills
Ability to withdraw
• Ability to sidestep issues
• Ability to leave things unresolved
• Sense of timing
Accommodating
The accommodating mode is low assertiveness and high cooperation. Times when the
accommodating mode is appropriate are to show reasonableness, develop performance,
create good will, or keep peace. Some people use the accommodating mode when the
issue or outcome is of low importance to them.
The accommodating mode can be problematic when one uses the mode to “keep a tally”
or to be a martyr. For example, if you keep a list of the number of times you have
accommodated someone and then you expect that person to realize, without your
communicating to the person, that she/he should now accommodate you.
Accommodating Skills
Forgetting your desires
• Selflessness
• Ability to yield
• Obeying orders
Compromising
The compromising mode is moderate assertiveness and moderate cooperation. Some
people define compromise as “giving up more than you want,” while others see
compromise as both parties winning.
Times when the compromising mode is appropriate are when you are dealing with issues
of moderate importance, when you have equal power status, or when you have a strong
commitment for resolution. Compromising mode can also be used as a temporary
solution when there are time constraints.
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Compromising Skills
Negotiating
• Finding a middle ground
• Assessing value
• Making concessions
Collaborating
The collaborating mode is high assertiveness and high cooperation. Collaboration has
been described as “putting an idea on top of an idea on top of an idea…in order to
achieve the best solution to a conflict.” The best solution is defined as a creative solution
to the conflict that would not have been generated by a single individual. With such a
positive outcome for collaboration, some people will profess that the collaboration mode
is always the best conflict mode to use. However, collaborating takes a great deal of time
and energy. Therefore, the collaborating mode should be used when the conflict warrants
the time and energy. For example, if your team is establishing initial parameters for how
to work effectively together, then using the collaborating mode could be quite useful. On
the other hand, if your team is in conflict about where to go to lunch today, the time and
energy necessary to collaboratively resolve the conflict is probably not beneficial.
Times when the collaborative mode is appropriate are when the conflict is important to
the people who are constructing an integrative solution, when the issues are too important
to compromise, when merging perspectives, when gaining commitment, when improving
relationships, or when learning.
Collaborating Skills
Active listening
• Nonthreatening confrontation
• Identifying concerns
• Analyzing input
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Stages of conflict in pictorial view 3
1. Pre-conflict
DIFFERENCES Discussions and differences can be healthy and productive if
met with tolerance.
TENSIONS Views become fixed and people begin to criticise their opponents
and view them as the enemy. Differences between the groups get worse. The
groups become more divided.
2. Confrontation
DISPUTES Neither side will admit that they have made mistakes. They become
determined. More extreme positions are taken. Threats are made but not carried
out. Supporters may engage in demonstrations or other confrontational behaviour.
3. Crisis
Peak of conflict with open hostility and/or violence. Communication between
sides often stops.
HOSTILITIES People become convinced that their views are right. Opponents
are mocked, scorned and isolated. Some threats are carried out.
VIOLENCE ‘No way back’. ‘They must lose’. Force is used, perhaps physical
violence.
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4. Outcome
Force may run its course until one party ‘wins’, another surrenders, a cease-fire is
agreed, or all are exhausted. Outsiders may intervene with force to bring violence
to a halt.
5. Post-conflict
End of violent confrontation. When one side ‘wins’, it may not lead to positive
change. It may create new injustices which could result in confrontation (Stage 2)
once again.
6. Communication channels opened
Both sides agree that a solution is needed. Outsiders may help both sides to
communicate. Ways to move forward are established.
7. Mutual understanding
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People come to understand views of others and respect them. The conflict is
described (sometimes mapped) to help find possible solutions.
8. Finding solutions
An approach is found that everyone agrees on, whether this uses the law,
customary methods or partnership. Solutions are agreed and acted upon
9. Agreement
Everyone agrees. They may agree to keep different views but always accept the
views of others. It may be helpful to have a written and signed agreement for
future reference
SUMMARY
The goal of this document is to provide the conflict management information that can be
beneficial both personally and professionally. Some people think conflict is a topic that
should not be discussed and that we should not engage in conflict.
Productively engaging in conflict is always valuable. Most people are willing and
interested in resolving their conflicts; they just need the appropriate skill set and
opportunities in which to practice this skill set. Without a conflict skill set, people want to
avoid conflict, hoping it will go away or not wanting to make a “big deal out of nothing.”
Research and personal experiences show us that, when we avoid conflict, the conflict
actually escalates and our thoughts and feelings become more negative.
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Through conflict self-awareness we can more effectively manage our conflicts and
therefore our professional and personal relationships. Furthermore, by discussing issues
related to conflict management, teams can establish an expected protocol to be followed
by team members when in conflict. All teams and organizations have a conflict culture
(the way the team responds to conflict). However, most teams never discuss what the
conflict culture is, therefore providing the opportunity for individual team members to
make assumptions that can be counterproductive to the team.
Practicing one’s conflict management skills leads to more successful engagement in
conflict with outcomes of relief, understanding, better communication, and greater
productivity for both the individual and the team. When we manage our conflicts more
effectively, we use less energy on the burdensome tasks such as systemic conflict and get
to spend more of our energy on our projects at work and building our relationships.
Below are references that can assist both individuals and teams to greater conflict
management success.
References
1. Interpersonal Communication Relating to others. Steven Beebe, Susan J. Beebe,
Mark V. Redmond Page 243.
2. Consulting Psychologists Press (CPP). Thomas-Kilmann Conflict Mode
Instrument. Palo Alto, CA: (800)624-1765 or available on the World Wide Web
at http://www.cpp-db.com.
3. Adapted from Footsteps 36 pages 8–9 using Working with Conflict page 19
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